Any tips on how to finance startup cost for small business with no money down but excellent credit? We are going to sell autos on eBay motors and off our lot, auto detailing and repairs. We have been to a couple of local banks and just don't quite seem to fit their criteria. We've always been self employed in some form so our tax returns are pathetic. We don't have any money to put into the business which, well, that's why we need financing. Am I to believe that a business can't be started unless you have thousands of your own money to put into it? SBA apparantly requires 25% of the loan amount to be available from us as cash. If I had that money, I probably wouldn't need much of a loan. Anyway, I'm a bit frustrated because we're not fitting into the commercial lending 'box'. We are talented intelligent people with excellent credit but short on cash. Any ideas?

Where can i get startup business financing ? how can i get financing to start a business all banks require minimum 2 year old business to give a loan no one give a loan for new business does someone knows a bank who gives a startup business loan ? the thing is that i just turned 18 so i dont have credit history i want to get loan under my mom's credit she's credit score is 670 i think so its also a problem because the banks require exelent personal credit 670 is not exelent and the thing is that i need just 20,000 to 30,000 the banks give loans for up to 100,000 i cant get just 30,000 from them what to do ?

where can i get startup business financing ? how can i get financing to start a business all banks require minimum 2 year old business to give a loan no one give a loan for new business does someone knows a bank who gives a startup business loan ? the thing is that i just turned 18 so i dont have credit history i want to get loan under my mom's credit she's credit score is 670 i think so its also a problem because the banks require exelent personal credit 670 is not exelent what to do ?? yea and the thing is that i need just 20,000 to 30,000 the banks give loans for up to 100,000 i cant get just 30,000 from them

How can i start an airline with little to no money? Can i form a corporation with a lawyer and then sell stock or bonds to finance the initial startup of that company? Thanks!

Does anyone know how to get 100% financing to start a business? I would like to open a franchise but I have no money down and not really any assets. I am looking for someone who finances 100% to startup a business.

What is the best way to obtain financing for a new business startup? If you had a business plan but little cash, how do you aquire enough cash for your business?

How do you go about giving money to a For-Profit Business? I am involved in a for-profit S-Corp in the state of FL, and I want to put in some of my own personal finances to help with some startup expenses. Will the corporation have to pay taxes on that money, and will I be able to write it off on my personal taxes at the end of the year? I'm not really looking to be a standard "investor" in the company as I am already involved and hold a percentage of ownership, I just want to know if I can simply give the company the money and if so in a way that it is taxes very minimally. Any advice is welcome! I do infact have two other businesses, one is an S-Corp the other an LLC (Sole Proprietor). Would it be at an advantage to give the money from one of those companies?

How to seek investors for a new IT startup? i am planning to start a new IT outsourcing company in India or in Singapore, so how should i find the initial finance? how should i get investors? What are the basics of seeking investors? Any other usefull information for a startup company will be greatly appreciated and thanks in advance...

how do i finance my party promotions company? im trying to start a party/concert promotions company. the nature of the company involves planning, producing, promoting, and hosting parties and concerts. i have a very strong idea of what i want to accomplish with this business, but fist things first... startup capital. how do i raise startup cash for this business? how do other people in this industry raise the funds for their first parties? the people that throw music festivals... how do they get the money? and how can i? any help is welcome...

How can I find money for a small business startup with shaky credit? I am interested in starting a small transportation business in Texas and need a startup loan of about $50,000.00...I know the market well and have 100% confidence in the profits that will come immediately after startup. I have poor personal credit however, so I need to find an investor willing to take a risk on financing a very profitable business.

Where can you find information for Research and Development Seed Money for a startup business? Here is the thing. I have been doing theoretical research in engine designs and have one that seems quite good. The basic idea and concepts have been patented. It can have many applications and modified for many different uses. A small scale model outlining the basic concept works quite well and is ready for further testing as a full scale model. I want to know how to obtain financing to continue with research and development that would cover full scale model costs, testing equipment and salary and overhead costs to build a team to carry out the testing and business issues. I have heard of angel investors but don't know a whole lot. Its preferable to obtain the seed money without signing basically all your rights for the idea and earning potential away. If anyone can help it would be appreciated.

how can i get a USA management consultant to partner with? For more than twenty five years I have been a business director& financial consultant all over the Arab region, and Africa. I have created relationships with many of the business leaders in those communities. During the years I learned much about working with multicultural businesses. I worked for many banks as an independent senior auditor or as financial consultant. I am experienced in Financial Analysis, Business Acquisition, Human Resource Management, Financial and Strategic Planning, Organizational Restructuring, Cost Recovery, Information Systems and Design and Implementation of Financial and Management Audits. I have had many successful experiences with startup businesses. I have worked well as a team leader as well as in a group dynamic. I have a solid record of setting goals and achieving results. MBA / Major in Finance Corporate Planning, Xavier University. Cincinnati, Ohio 1984 B.A. / Major in Accounting, Ain Shams University, Cairo Egypt 1969

How can I get immediate funding to start my business? My company is a startup company. However, it is a company with "BIG" profit and revenue. I need about $5,000,000 to make a purchase that will make up to $350,000,000. Yes, I said three hundred and fifty million in profit. Any investor or finance company would be really helpful. The problem I am coming into is that my ex has messed up my personal credit. I don't have time to rebuild my personal credit. Also trying to keep my personal credit and Business credit separate. Can anyone Help? Please????? Ok, Let me clearify a few things. This is not a nigerian scam. I know the projections sound unrealistic, however, they are not. I have researched this business for the last 10 years and am now ready to go forward. I am from the US. I don't live in africa nor have I ever been there. The SBA won't do anything because this is not a small business opp. This will be big business making big money. Moonman, if the people you know need a business plan for this, let me know. I have one completed. I also have a presentation for anyone who is interested in investing. Thanks to all for your input so for!!! One addition, Rabbi, The loan would be paid off with the profits made. The companies I work with are under contract to produce. So, they will be repaid. Hopefully very quickly!!!

I deposit my cash into my S corp bank acct. How do I clasify the deposit for tax and book keeping-Equity? It's a new S corp and this is really startup funds that I am using from my personal finances. I must be missing a very easy point, but I've been on the irs web site other various sites. They all say you can use your own money as startup, but never give particulars about how to clasify it for your accounting purposes after you do it.

Setting myself up for a career in corporate finance? I am interested pursuing a career in corporate finance, but I am unsure if I am setting myself up for a career in this area as well as I could be. Would like to do M&A or financial risk management related work. For hiring managers in related fields: would you consider hiring someone with the following credentials? If not, which area should I focus on improving (education, relevant experience, etc)? I am mostly worried about lack of private sector financial experience. When the time comes to apply for corporate finance positions, my resume should look something like this: Work Experience: - 4 years of financial management / analysis experience (non-investigative) with the FBI - 2 years financial consultant experience for an internet startup (mostly financial modeling on the side while working at the FBI) - 2 years part time experience as accounting manager for small technology firm Education: - MS in Finance from Johns Hopkins University - BS in Finance and Accounting from mid-level undergrad business school (GPA 3.65) Skills & Certifications: - Certified Public Accountant - Excel: financial modeling using VBA, Monte Carlo simulation, statistical tools, etc. - Access: designed and maintained database to house and process payroll information for 35k+ employees Any advice or opinions on how (or if) I could make myself more competitive would be greatly appreciated. Thank you.

How can we start raising capital to build our company? Depending on the amount of capital that we can raise, I believe is how we will start. We estimate we will need about $1M for a good solid startup but even with $500K we might cover our monthly payments with our monthly cashflows. My partner and I both agree we would like at the most 1/3 of assets financed by debt. The company creates solar energy. We really hope to establish a good business base and expect to already see positive net income within the first two years. We're talking of a company of under 10 employees. 1-2 engineers, 3 technicians in the assembly line, 2 service and installation specialists, 2-3 sales people, and myself in marketing and strategic management. Any other details you might need please message me. I am somewhat new to starting businesses but I have a huge desire to learn. I have seen businesses in the making but never actually been part of one. Thanks in advance.

What is the best way for a mother to get a small business loan? My wife is a certified personal trainer with a masters degree in exercise physiology. She is now wanting to start a small business within this area of interest and I suggested looking into the "Curves" franchise. Startup fees for a new franchise are about $55-60K, and to purchase an existing franchise in our area is about $150-200K. Any ideas of how to go about financing such a venture. I have heard that SBA loans may be a good idea, but any feedback you have would be greatly appreciated. Thanks in advance.

Is it a good Idea to use credit cards to finance startup cap for small business? I am a product distributor Net Work Marketing and I want to finance my business by purchasing product and paying for fixed expenses until the business realy gets going.

What is the best web hosting to use for a startup finance related site? I could have bursts of traffic here and there - I don't plan on a lot of traffic right off the bat, but there is the possibility that I will get a lot of traffic at random times and stuff. So what is the best hosting plan for me? (note money is an issue, but I also want the flexibility of a solid plan)

How can I get money to put towards a business? I have been working and putting money aside to buy a mulit-unit place or use the money to invest in a franchise business depending on what options were better when I had all the money. Well I got laid off from the factory I was at and have had to use most of the money I had for bills. Does anyone know of any mortgage place that will give me a loan where I can use the income from the multi-unit places as income ($150k for 2 buildings with a total of 10 units (7unit and a 3unit). $2100 in taxes for the pair and $4k income a month) or someplace where I can get around $50k or so for startup money? I have no problem getting a job. But I would rather finaly start doing what I want if I can find a way to get the financing. I dont care if the interest rates will be high or whatever. I just need help finding a way to get the financing.

What is the best form of finance to startup a business?

Looking for an entrepreneurial partner for web startup...? I know there are ten cynics for every one person who thinks they have a genuinely novel e-business venture idea, but I am eager to develop what I believe is a highly marketable and original online project. The problem is that, although I have a clear picture of how I want the site and company to operate, I am an academic (psychology professor) without any practical experience in the online business community. That is to say, I know next to nothing about what it takes to develop a new e-business, marketing, advertising, financing, and so on. I need an energetic and experienced collaborator on this project (one whom I could trust, obviously) who is interested in putting his or her head together with me to make this really work. I've thought about approaching colleagues who have some web expertise, but I really need an expert on the business end of things, and none of these people qualify. Where in the world would I look to find such an energetic and experienced person?

How can I secure financing for a business startup? Your answers are greatly appreciated. Thank you in advance.

Financing for Startup Non Profits? I am having a hard time getting 100% financing for my Non Profit. I have tried fundraisers galore online, but they have flopped. I basically have everything setup for after the corporate seal is added, but nothing to pay for the lawyer. I tried to save it for myself, but life takes a toll okay. Does anyone know of any good fundraisers that I can try or of any companies that help startup Non Profits like myself? I'm really falling behind in my deadlines and I have people waiting on this Organization. Its just hard to find money for a Not For Profit compared to a For Profit to get started.

what are the " sources of finance "for new businesses ? what are the ways you can raise cash for your startup?

how to start a BPO company? Hiiiii My Name is Babajan Currently iam pursuing MBA in ICFAI Business School In kochin, After My MBA i want to start BPO In Accounting &Finance sector. So please anyone help me in starting up my business about what is the minimum Capital required to start BPO, and how to Get Projects for doing this Business by the companie because iam new to this beautiful world, Please give me suggestions to startup Business

what are the " sources of finance "for new businesses ? what are the ways you can raise cash for your startup?

Does anyone no of a company that finance startups?

Assess options of a startup after financing? I am looking at a position within a startup. I am being offerred 75,000 options with a strike price to be set in April. The organization obtained a large round of financing 2 weeks ago with which to make a major aquisition. Since my options strike price will not be set until april will my options strike price already reflect this increase in valuation associated with the financing?

How can a minor (under 18) in the United States finance a small business? I need a loan, grant, investor, partner, etc. for startup costs. I don't want opinions. I just need as much information as you can give me. Thank you. I have a plan and am ready to go forward, but I don't have anything to invest. I am not going to sell the rights. I just want a straight answer to the question posed, like the answer by d_jayde_318.

how do new startups get financed? how can i gather money for a startup quickly

restaurant opening financial help? im a freshman in highschool making a business plan as a project. the last part is "financing" considering i have 135,000 dollars in total of startup money, i need to know approximately how much it will cost to open up a low key, chinese takeout restaurant. links would be very helpful i need help with stats like, operating costs, projections for incomes, and expenses, and a time period for when i will break even

i want to start a typing service, no credit, need startup help/finances. any advice welcomed. thank you.?

Where can I find financing for a startup real estate company? Two other people and I would like to form an LLC that buys and rents out properties in the Washington DC area. Who generally lends to new companies wanting to work in this sector? Thanks!!! :-)

What are good alternates to SBA Financing to buy and startup a franchise? The franchise does not lend money, but they work with SBA and Conventional Financing. What about those websites that offer "alternate" financing and 72 hour funding??? Ex. http://www.merchantloans.com/

What questions should I ask a startup company before they make a job offer? I'm talking to a startup company about a job offer. I have ten years of sales experience and they have a great concept, but so far they only have six employees, including the founders. What questions should I ask them to make a good decision about joining? Is it Ok to ask about their financing? I worked for two startups during the boom. Both were very well funded, but went bust anyway. Thanks!

anyone here doing a2 business coursework...in terms of startup costs? does anyone have it that the startup costs are verrrrrrrrrrrrrrry high....do you think that will be a problem,or it's ok as long as i can justify the source of finance i will be using i'm simply asking......is it normal that startup costs going to be high .....plain and simple

where do i find a lawyer to write letter on behalf of my business? Good day, I am hoping someone can assist me or point me in right direction. I am a startup company. Last year I opened a business in Colorado and I am no longer there. I have been in business for a year now and sense June we have start generating business. My employees have been taking payments and the payments have been made to me directly which I would like to keep separate. My offices are in Colorado and they deposit funds into my personal Bank Of America account. I do not want any liability when it comes to the finances of my company. I recently went to open a bank account here at Chase in San Jacinto but they required a letter from an Attorney or CPA stating I do not do business here in the state of California and it would only be for my banking purposes. Would you know how I would accomplish that. We are a small business and being a startup, I never thought of hiring a CPA nor an attorney. Thank you for your time.

How should Sony be managing its strategic renewal? use SWOT and the five forces and Pestel framework analiyses The electronics and media giant Sony was struggling through the late 1990s and early part of the 2 century. With each disappointment, it seemed that Sony’s management launched another restructure’ of the company. By 2003, commentators were beginning to ask whether restructuring was part of the solution or part of the problem. How should Sony be managing its strategic renewal? (by Using the SWOT and the five forces) ... As conditions change, Sony has to change accordingly, because their conventional strategy won’t transcend to the internet-enabled model. Mitchell Levy, author of The Value Framework Introduction For the first quarter ending 30 June 2003, Japan- based Sony Corporation (Sony) stunned the corporate world by reporting a decline in net profit of 98 per cent. Sony reported a net profit of 9.3 mil lion compared to ¥1.1 billion for the same quarter in 2002. Sony’s revenues fell by 6.9 per cent to Y1.6 trillion the corresponding period. Analysts were of the opinion that Sony’s expenditure on its restructuring initiatives had caused a significant dent in its profitability. In the financial year 2002—03, Sony had spent a massive ¥100bn on restructuring ( £5OOm; — €750m). Moreover, the company had already announced in April 2003 about its plans to spend another 1 trillion on a major restructuring initiative in the next three years. Analysts criticized Sony’s management for spending a huge amount on frequent restructuring of its c electronics business, which accounted for nearly two-thirds of Sony’s revenues. In 2003, the sales of the consumer electronics division fell by 6.5 per cent. Notably, Sony’s business operations were restructured five times in years. Analysts opined that Sony’s excessive focus on the m consumer electro (profit margin below 1 per cent in 2002—03), coupled with increasing competition in the consumer electronics industry was severely affecting its profitability. t However, Sony’s officials felt that the restructuring measures were delivering the desired result: According to them, the company had shown significant jump in its profitability in the financial year 2002-2003. Sony reported a net income of ‘1 15.52bn in the fiscal 2002—03 compared to Y15.3lbn in 2001—02. (See ‘table I for Sony’s key financials in the past 13 years.) A statement issued by Sony said, ‘The improvement in the results was Partly due to I its electronics business especially in the components units At the beginning of the new millennium, Sony faced increased competition from W and foreign players (Korean companies like Samsung and LG) in its electronics and entertainment businesses. The domestic rivals Matsushita and NEC were able to capture a substantial market share in the internet-ready cell phones market. Analysts felt that the US-based software giants like Microsoft and Sun Microsystems and the networking major Cisco system posed a serious threat to sony’s home entertainment business. Background On 7 May 1946, Masaru Ibuka (Ibuka) and Akio Electronics, Entertainment and Insurance and Morita (Morita) co-founded a company called F, (see Table 2). Each business division was Tokyo Tsushin Kogyo Kabushiki Kaisha (Tokyo cn into product groups. The electronics Telecommunications Engineering was split into four product with an initial capital of Y190, 000 in the city of Nagoya, Japan. They gave importance to product innovation and decided to offer innovative high quality products to their consumers. The founders introduced many new products division consisted of Sony’s life insurance and like the magnetic tape recorder, the ‘pocket able finance business. pro- radio and more. By the 1960s, the company had established itself in Japan and changed its name to Sony corporation. During the 1960s, the company focused on globalization and entered the US and European markets. During this period, Sony developed and introduced the Walkman, which was a huge success. It significantly boosted Sony’s sales during the 1 By the mid-1980s, Sony’s consumer products were marketed in Europe through subsidiaries in the UK, Germany and French. In 1989, Norio (Ohga) took over as the chairman and CEO of sony from Morita. Under Ohga, Sony began to place greater emphasis on process innovations that improved efficiency and controlled product costs. By 1994, Sony’s businesses were organized into three broad divisions — Electronics; Entertainment and insurance and Finance. Each business division was in turn spilt in to four product group which produced a wide variety of products. The entertainment division, which consisted of innovation and decided to offer, high groups, which produced a wide variety of products. The music group and the pictures group, made quality products to their consumers. Music videos and motion pictures. The finance division consisted of sony’s life insurance and finance business. The company’s growth was propelled by launch of innovative products and by its foray into the music and films business. Restructuring of electronics business (1994) Under Ohga’s leadership, Sony witnessed negligible growth in sales during 1990 and 1994. Sales and operating revenues improved by only 2 per cent during that period. However, the net income and operating income registered a drastic fall of 87 per cent and 67 per cent respectively. Analysts felt that the stagnation in the electronics industry coupled with factors such as the recession in the Japanese economy and the a appreciation of the yen against the dollar led to the deterioration in the company’s performance. It was noticed that in the electronics business the revenues of the video and audio equipment businesses were coming down or were at best stagnant the television and other groups were showing signs of improvement. The ‘Others’ group, which consisted of technology intensive, product such as computer products; video games’ semiconductors and telecom was performing very well and had a growth rate of nearly 40 per cent. In order to focus on the high growth businesses, Sony announce major changes in the structure of its electronics business in April] 1994. Sony’s management felt that the ‘Group’ structure which had fuelled the company’s growth in 1980s, was proving to be edundant_44dynamic business environment of the new structure, the product groups of the electronics businesses were regrouped into eight divisional companies. The eight companies were the Consumer Audio & Video Products company, the Recording Media & Energy Company, the Broadcast Products Company, the Business Industrial Systems Company, the InfoCorn Pro-ducts Company, the Mobile Electronics Company, the Components Company, and the Semiconductor Company. The restructuring exercise laid special focus on the products that formed the ‘Others’ group. Each divisional company had its own goals and was responsible for all its operations (production, sales and finance). The presidents of the divisional Companies were authorized to decide upon the investments to be made up to a prescribed limit. They could also take decisions regarding the HR issues for all employees up to the level of divisional director. In addition, they were made responsible for the financial performance of the companies headed by them. Sony’s presidents were expected to perform a role similar to that of CEOs and were accountable to shareholders. The restructuring of Sony’s electronics business was aimed at improving the company’s focus on high potential products and expediting decision making process to make the company more responsive to changing market conditions, following the restructuring, the number of layers in the decision-making process was reduced from six to a maximum of four layers. Commenting on his responsibilities within the new structure, Ohga said, ‘First of all, I would like for the divisional presidents to run their companies as if they were reporting to shareholders once a year at a share-holders’ meeting. My role will be to review their Strategies, examine any points I feel should be questioned and provide advice when and where necessary.’ The main goals of Sony’s newly formed organization system were explained in a memorandum entitled ‘The Introduction of the Company within a Company System. Ohga said, ‘By revitalizing its organization, Sony aims to introduce appealing products in the market in a timelier fashion while further strengthening cost-competitiveness companywide.’ In 1995, after the implementation of the divisional company structure in the electronics business, changes were announced in Sony’s management structure. Under the new framework, Sony was to be led by a team of executives at the top management level. The team included the‘-Chairman & CEO, Vice Chairman, President &company Operating Officer (COO), Chief Officers and the presidents of divisional companies. Analysts felt that Sony’s management took this measure to reduce the company’s6 on a single leader. In March 1995, Nobuyuki Idei (Idei) was appointed the President and Chief Operating Officer of Sony. Despite the organizational changes, the financial performance of Sony deteriorated in 1995. For the fiscal year ending March 1995, Sony reported a huge net loss of 293.36bn. The write off of goodwill during 1994, the poor performance of the Pictures group and the strength of the yen were regarded as major reasons for this loss. During 1994, the yen was at an all-time high against the dollar, making Sony’s exports uncompetitive. Ana lysts also felt that Sony’s consumer electronics business lacked new, innovative products. Given this poor financial performance, the top management of Sony decided td integrate the company’s various domestic and global business functions such as marketing, R&D, finance, and HR. The functions of its numerous divisional companies were thus brought under the direct purview of headquarters. Idei also decided to strengthen the existing eight-company structure and to lay more emphasis on R&D in the IT field. He felt that Sony needed to focus on developing IT-related businesses. Accordingly, Sony’s management reorganized the existing structure to create a new ten-company structure. The ten-company structure (1996) In January 1996, a new ten-company structure was announced, replacing the previous eight-company structure (see Table 5). Under the new structure, the previous Consumer Audio & Video (A&V) company was split into three new companies — the Display Company, the Home AV Company and the Personal AV Company. A new company, the Information Technology Company, was created to focus on Sony’s business interests in the PC and IT industry. The Infocom Products Company and the Mobile Electronics Company were merged to create the Personal & Mobile Communications Company. The other companies formed were the Components & Computer Peripherals Company (formerly called the Components Company), the Recording Media & Energy Company, the Broadcast Products company the Image & Sound Communications Company (formerly called the Business & Industrial Systems Company) and the Semiconductor Company. In order to devise and implement the corporate strategies of the Sony Group, an Executive Board was created. ‘l hoard was chaired by ldei. The other members of the board included the Chief Human Resources Officer, the Chief Production Officer, the Chief Marketing Officer, the Chief Communications Officer, the chief Technology Officer, the Chief Financial officer, the Executive Deputy President & Representative Director and the Senior Managing Director. In an attempt to consolidate the marketing operations of Sony, the marketing divisions that belonged to the previous organizational setup were spun off to create three new marketing groups — the Japan Marketing Group (.JMG) the international Marketing & Operations group (IM&O) and the Electronic Components & devices Marketing Group (ECDMG). The 1MG was responsible for all marketing activities in Japan for five companies — the Display Company, the 1-lome AV Company, the Information Technology Company , the Personal AV Company arid the Image & Sound Communications Company. The INI&O was responsible for supporting all overseas marketing efforts for these companies. The ECDMG oversaw the world wide marketing operations for the Semiconductor Company and the Components & Computer Peripherals Company. Analysts felt that this consolidation was done to separate Sony’s Japanese marketing operations from its worldwide operations so that the company could operate in a focused manner. To centralize all the R&D efforts of Sony, the previous R&D structure (in which each company had its own R&D division) was revamped and three new corporate laboratories were established. The laboratories were the Architecture Laboratory (responsible for carrying out R&D for software, network and IT-related technologies), the Product Development Laboratory (R&D for product development in AV businesses) and the System & LSI Laboratory (R&D for LSI and system design, the basic components of hardware products). In addition, a new D21 laboratory was established to conduct long-term R&D for future oriented technology intensive products. Sony also gave emphasis to grooming young, talented people to take up top management positions. The company also introduced the concept of ‘virtual companies’ — temporary groups consisting of people from different divisions for launching hybrid products. Sony applied this idea when developing the latest generation M For the financial year 1995.-96 Sony registered a 15 per cent increase in revenues and became profitable again. in April 1998, a new organization, Corporate Information Systems Solutions (CISS), was established to realign and upgrade Sony’s information network systems and its global supply chain. The CISS comprised an advisory committee of individuals from management consultancy firms and Sony’s CISS representatives. The committee members advised the President on technological and strategic issues related to CISS. Representatives of the CISS were placed in all divisional companies to accelerate the implementation of corporate IT projects. During early 1998, Sony formed Sony Online Entertainment in the US to focus on internet- related projects. In May 1998, Sony changed the composition of its board of directors and established the new position of Co-Chief Executive Officer (Co-CEO). Idei was appointed Co-CEO Idei’ reshuffled the management system to facilitate speedy decision making, improve efficiency, and provide greater role clarity to managers. The new system separated individuals responsible for policy-making from those who were responsible for operations. Under the new system, Idei as responsible for planning and designing‘s strategies and supervising the growth of e-business. Along with Ohga , he -had to supervise the performance of the entire Sony group. president Ando was made responsible for overseeing Sony’s core electronics business while Chief Financial Officer (CFO) Tokunaka was made responsible for the company financial strategies and network businesses. In addition, the top management positions of Sony’s global subsidiaries, which were previously called Corporate Executive Officers, were redesigned Group Executive Officers. Explaining the rationale for these changes, a Sony spokesman said, ‘These changes are aimed at making Sony’s management more agile. The implications From 1995 to 1999, Sony’s electronics business (on which the restructuring efforts were focused) grew at a compounded annual growth rate (CAGR) of 8.55 per cent (see Table 6). The music business had a CAGR of 10.5 per cent while the pictures business had a CAGR of 17 per cent. Significant gains were, however, recorded by the games and insurance business. The games business registered a CAGR of 215 per cent, while the insurance business registered a CAGR of 31 per cent. In the late 1990s, Sony’s financial performance deteriorated. For the financial year 1998—99, its net income dropped by 19.4 per cent. During that period, Sony was banking heavily on its PlayStation computer game machines. It was estimated that the PlayStation (Games business) accounted for nearly 42 per cent of Sony’s operating profits and 15 per cent of total sales for the quarter October— December 1998. In the late 1990s, many companies across the world were attempting to cash in on the internet boom. At that time, Sony’s management felt the need to establish a link between its electronics business (TVs, music systems, computers) and its content-related businesses (music, video games, movies and financial services) by making use of the internet. The management felt that in future, the revenues generated by internet-related businesses might even surpass those earned through the consumer electronics business. It wanted to use the internet as a medium for selling its electronic products as well as its content (music, movies and so on). In order to achieve this, Sony announced another reorganization of business operations. Analysts felt that Sony was in a good position to exploit the opportunities offered by the internet sTi-ice the company already had an established position in the electronics and content-related businesses. The unified-dispersed management model In April 1999, Sony announced changes in its organizational structure. Through the new frame work, the company aimed at streamlining its business operations to better exploit the opportunities offered by the internet. Sony’s key business divisions — Consumer Electronics division, Components division, Music division and the Games division — were reorganized into network business This involved the reduction of ten divisional companies into three network companies, Sony Computer Entertainment and the Broadcasting & Professional Systems (B&PS) Company (see Exhibit 1). SCE Company was responsible for the PlayStation business while the B&PS Company supplied video and audio equipment for business, broadcast, education, industrial, medical and production related markets. The restructuring aimed at achieving three objectives — strengthening the electronics business, privatizing three Sony subsidiaries, and strengthening the management capabilities. The restructuring also aimed at enhancing shareholder value through ‘Value Creation Management’. Strengthening the electronics business The three network companies created were the Home Network Company, the Personal IT Network Company and the Core Technology & Network Company. Each network company was governed by a network company management committee (NCMC) and a network committee board (NCB). The NCMC was responsible for developing management policies and strategies. Its members included the officers and presidents of the concerned network company. The NCB was responsible for managing the day-to-day operations of the network company while keeping in mind the overall corporate strategy of the entire organization. Each NCB was chaired by the concerned company’s President & CEO, Deputy President, President and Representative Director, two Executive Deputy Presidents and Representative D, and Corporate Senior Vice President. The new structure aimed at decentralizing the worldwide operations of the company. The corporate headquarters gave the netw5 companies the authority to function as ai entities in their corresponding businesses. To facilitate more functional and operational autonomy, the corporate headquarters also transferred the required support functions and R&D labs to each network company. To give a further boost to Sony’s electronics business, the management created Digital Net work Solutions (DNS) under the purview of head quarters. The role of DNS was to create a network business model by charting strategies and developing essential technologies for exploiting the opportunities offered by the internet. The basic aim of creating DNS was to develop a network base that would provide customers with digital content (such as music and movies) and financial services. Privatizing Sony’s subsidiaries As part of its strategy to promote functional and operational autonomy and to devote more attention to units which contributed significantly to its revenues and profits, Sony decided to convert three of its companies — Sony Music Entertainment a (Japan), Sony Chemical Corporation (manufactured printed circuit boards (PCBs), recording media ; and automotive batteries), and Sony Precision Technology (manufactured semiconductor inspection equipment and precision measuring devices) into wholly owned subsidiaries of Sony. In addition, Sony converted SCE, which was jointly owned by Sony and Sony Music Entertainment (Japan), into a wholly owned subsidiary of Sony. Strengthening the management capability To strengthen the management capability, Sony clearly demarcated the roles of headquarters and the newly created network companies. Accordingly, distinction was made between the strategic and supp Sony’s headquarters was split into two separate units — Group Headquarters and Business Unit Support. The role of Group Headquarters was to oversee group operations and expedite the allocation of resources within the group. The support function such as accounting, human resources and general affairs, were handled by the network companies so that they could enjoy more autonomy in their operations. Significant long-term R&D projects were directly supervised by the headquarters, while the immediate and short-term R&D projects were transferred to the concerned network companies. In order to evaluate the performance of the net work companies, a value based performance meas urement system was introduced. The implications While pursuing its restructuring efforts, Sony started developing products which were compatible with the internet. Its electronic products, such as digital cameras, personal computers, music systems; and Walkman, were made web compatible.Through its website, www.sony.net, consumers could participate in popular television game shows listen to music, and ,d songs and movie trailers, Sony also venture into e-business with the acquisition of Sky Perfect Communications. While focusing on offering internet-enabled products, Sony also attempted to increase internet penetration by offering internet connection at lower cost and higher speed to consumers in urban areas. Sony’s restructuring efforts in 1999 were well received by investors. Following the announcement of the restructuring programme, Sony’s stock- prices nearly tripled. This positive trend continued even in 2000. By March 2000, its stock prices were at a high of $152. Having already offered its PlayStation game console on the internet, Sony— launched its PlayStation 2 (PS2) video game console in Japan in March 2000. The PS2 sold 980,000 units within the first three days of its launch. However, Sony still faced problems since its other businesses, ii hiding electronics, movies, personal computers, and mobile telecommunications, were not performing well. Analysts felt that the low internet penetration rate in Japan (estimated to be 13 per cent in 1999) was proving to be a major hurdle for Sony. Consequently,Sony’s financial performance deteriorated by the end of 1990s. For fiscal1999—2000, Sony’s net income fell to Y121.8 compared to Y l 79bn in the fiscal 1998—99. This resulted in a major fall in its stock prices. By May2000, Sony’s stock prices fell by 40 per cent to$89. Analysts were quick to criticized Sony’s efforts towards transforming itself into a web-enabled Company. They commented that the company had created more hype rather than taking a few significant steps in this regard. In response financial problems, Sony announced a reshuffle in its top management. Idei became the Chairman and Chief Executive Officer of Sony. Ando, who headed Sony’s PC division,was made the President, while Tokunaka, who previously headed the PlayStation unit, was made the Chief Financial Officer of Sony. Sony also undertook a massive cost-cutting exercise. Its global manufacturing facilities were reduced from 70 in 1999 to 65 in 2001. Sony planned to further bring down the number of manufacturing facilities to 55 by the end of 2003.This move would result in the elimination of17,000 lobs. While implementing these measures, the company had to deal with severe resistance from employee unions and local governments (in areas where jobs would be eliminated). Despite the above measures, Sony’s financial condition did not show any significant improvement in 2001. The company was severely affected by the slowdown in the IT industry during2000—01, which led to a decline in the demand fore computer-related products. As a result, in spite of a 9.4 per cent increase in revenue in the fiscal2000—01 (mainly due to the improved sales of the PlayStation games console) Sony’s net income dropped significantly from l21.83bn in the fiscal1999—2000 to y16.75bn in the fiscal 2000—01. Analysts commented that sony required a new business model. The company had immediately to take concrete measures to increase its net income. Sony’s management also felt that with the emergence of net-compatible devices like cellular phones, audio and video gadgets and laptops, PCs were losing their charm, It felt that in the emerging age of ‘broadband’ the demand for the above products was likely to increase in future. Sony’s management felt that in order to boost profitability and exploit opportunities offered by the broadband era, there was a need for yet another organizational restructuring. Restructuring efforts in 2001 Sony announced another round of organizational restructuring in March 2001. The company at transforming itself into a Personal Broadband Network Solutions company, by launching a wide range of broadband products and services for its customers across the world. Explaining the objective of the restructuring, Idei said, ‘By capitalizing on this business structure and by having businesses cooperate with each other, we aim to become the leading media and technology company in the broadband era.’ The restructuring involved designing a new headquarters to function as a hub for Sony’s strategy, strengthening the electronics business, and facilitating network based content distribution. New headquarters to function as a hub for Sony’s strategy Under the new structural framework Sony’s headquarters was revamped into a Global Hub centered on five key businesses — electronics, entertainment, games, financial services and internet/communication service. The primary role of the Global Hub (headed by the top management) was to devise the overall management strategy of the company. Sony’s management decided to integrate all the electronics business related activities under the newly created Electronic Headquarters (Electronics HQJ). In order to achieve the convergence of Audio Video Products with IT (AV/IT convergence), Sony devised a unique strategy called ‘4 Network Gateway’. Under this strategy, the games and internet/communication service businesses were combined with the electronics hardware business so that innovative products could be developed and offered for the broadband market. The three businesses were under the supervision of Ando. In order to provide support services or the entire group, a management platform was created, which consisted of key support functions in diverse fields such as accounting, finance, legal, intellectual copyrights, human resources, information systems, public relations, external affairs and design. The management platform was later split into the Engineering, Management and Customer Service (EMCS) Company and the Sales Platform (which comprised the regional sales companies and region-based internet direct marketing functions).’The management platform was headed by the Chief Administrative Officer, a newly created position. Sony’s management also converted the product- centric network companies into solution-oriented companies by regrouping them into seven companies. Group resources were allocated among the network companies on the basis of their growth potential. Strengthening electronics business To enhance the profitability of the electronics segment, Sony’s management decided to give emphasis to product development efforts. The management felt it was also essential to enhance the quality of the electronic devices manufactured. In order to achieve this, Sony’s management devised an innovative business model called the Ubiquitous Value Network,’ which connected the company’s existing hardware, content and services through an agency of networks. Sony planned to develop a wide range of products which could be connected through this network. Network-based content distribution Like the electronics, games and internet/communication service businesses, the entertainment and financial services businesses were also developed in a network compatible mariner to facilitate electronic content distribution. In the entertainment business, music and movies were converted into a digital format and distributed over the internet (apart from being distributed through traditional channels such as music stores and theatres). In Japan, Sony Music Entertainment launched online music through its website. This website allowed customers to download popular songs for a fee. In the financial services business, Sony Life Insurance Japan launched the ‘Life Planner’ consultancy sys tem which offered personalized financial services online to its customers. Sony Life Assurance Japan also went online and started selling its insurance policies over the internet. The implications Soon after the reorganization, Sony launched some innovative products to cater to the broad band market. For instance, in 2001, the company launched a series of internet-compatible mobile phones. However, the product was unsuccessful (owing to problems in the software used in the mobile devices) and in early 2002 Sony had to recall three batches of phones sold to Japanese companies. In consequence, Sony had to write off $ 110 m in the quarter ending June 2002. In April 2003, Sony announced another major restructuring exercise (to be carried out in the next three years) in order to strengthen its corporate value (see Exhibit 3). Following this announcement, Sony was reorganized into seven business entities — four network companies and three business groups (see Exhibit 4). These business entities were given the authority to frame short-term and long-term strategies. According to analysts, the company’s financial performance did not improve in spite of the frequent restructuring by Sony’s management. For the financial year 2001—02, Sony’s operating income fell by a significant 40.3 per cent while its revenues registered a marginal increase of 3.6 per cent. According to a Business Week report, sales of Sony’s most profitable products — the PlayStation and the PS2 game consoles — were likely to fall (see Exhibit 5). Due to Sony’s poor financial performance, the management planned to further reduce the number of manufacturing facilities and shift some production activities out of Japan. Analysts also criticized Sony for being a diversified business conglomerate engaged in several businesses from semiconductors to financial services. They felt that the company should focus on a few highly profit able businesses like games, insurance, and audio- video equipment and hive off the unprofitable businesses. Analysts felt that spending huge amounts of money on restructuring was not justified, particularly since the restructuring exercise had not yielded the expected results. In 2001, restructuring efforts had cost the company fl00bn; and the proposed restructuring in April 2003 was expected to cost another Yl 4Obn. Analysts also felt that the convergence of consumer electronics, PCs and the internet was not only opening up new opportunities for Sony but also creating more competition for its core businesses. As Sony took steps to strengthen its networking capabilities, the company faced new forms of competition in both domestic as well as foreign markets. For instance, in the US, software giants like Microsystems (as well as a few startups) were planning to enter the home entertainment market. Even Cisco Systems, which provided network solutions, had started manufacturing consumer electronics products. A Business Week report said that Sony lacked any distinctive competencies in the internet-related businesses. It was neither an aggregator of content like Yahoo!, nor a limited-product vendor with an efficient distribution network such as Dell. distinctive competencies in the internet-related businesses. It was neither an aggregator of content like Yahoo!, nor a limited-product vendor with an efficient distribution network such as Dell.

How do I find work abroad? I am a college grad (finance), am a motivated worker, creative thinker, and generallly speaking the kind of person that should have a very bright future. I am 31 years old, and have achieved some notable things in my short time out of school (At one point, I was awarded $250,000 to build startup companies from an investor). I once lived in Ecuador as a volunteer working in rural communitites, and while living there, learned to speak fluent Spanish (Ilived there for a few years). I love the culture, the people, and everything about Latin America. I'd love to find work abroad that requires a college degree & the ability to speak the native language. What resources are available for an American to find work in Latin America (Mexico, Central America, & South America)?

Hi! Need startup seed capital against equity stake to form mobile phone appllication unit in Mumbai.Regards.ZK We have a rudimentary team in place and necessary experiences, we can excel in making of content and applications for wireless device. Need an Angel, Incubator Finance to guide us/ participate.

IDEAS required for COMPENSATION in a startup!!? It is a 3-year old, privately held, small U.S. training company, well known in its space. Wants to expand to third world Country-X. Set foot in Country-X one year ago, did initial business, but everything was directly controlled from the U.S. Nobody local to drive the business, hence, hardly started. Enter trusted Aide, a professional, trained in the U.S., who now wants to part-own and lead business in Country-X. U.S. provides funding, training material and back-end support. Initial 6 months evaluation agreed upon, and Aide settles on a small compensation package. Time passes. Aide, now in Country-X for an year, has control of daily buiness (and very little visibility on finances) and grows it seriously. Makes decent money for Country-X office, which is small and can collapse without the aide. Consider that Aide has forgone better offers to make this an "own" company. Looking for guidance on salary, % ownership etc. models with / without Aide's capital investment. What works?

Where can you find information for Research and Development Seed Money for a startup business? Here is the thing. Have been doing theoretical research in engine designs and have one that seems quite good. The basic idea and concepts have been patented. It can have many applications and modified for many different uses. A small scale model outlining the basic concept works quite well and is ready for further testing as a full scale model. I want to know how to obtain financing to continue with research and development that would cover full scale model costs, testing equipment and salary and overhead costs to build a team to carry out the testing and business issues. I have heard of angel investors but don't know a whole lot. Its preferable to obtain the seed money without signing basically all your rights for the idea and earning potential away. If anyone can help it would be appreciated.

I need a financial miracle? I took out an 11 thousand dollar loan to finance my startup business, I wanted to be an entrepeneur and developed great products, a website, bought advertising, created catalogs, but nothing has been selling. I work endlessly until the wee hours of the morning trying and work a full time job, and am always so tired. Now all the money is gone, I am in debt and feel terrible about it. I wanted this busines as a way to support myself as a military wife (soon to be married) so that I could raise my own future children. I know that entrepenuership is for me but the more I try, the more it dosen't work. I need a money miracle in my life to rescue me from seemingly oppressive debt and feelings of failure. Should I continue to have faith and believe the financial blessing will come or succumb to failure and pick up a couple more jobs to pay the debt off? My intention was to free myself from the opression of being employed by others. Why do I continue to fail? What am I doing wrong here?

specifics of a legal business loan contract? A family member is going to finance the startup of my business. The agreed upon loan rate will be 7.0% due at the term of the loan in 5 years. For legal and tax purposes, is it worth going to an attorney to write up the contract or can I just enter the loan information into one of the free legal contract services(programs) on the internet? Many thanks to answers in advance.

is it hard to get a buisness loan? I am looking to get a business loan for a start up business. I am preparing my business plan and have looked into the SBA but I am still scared about what I will need to actually get financed. I have great credit, just no equity in anything.... I would be looking to finance around $60000, for startup costs, a small inventory and tools....

Is a home equity loan a good idea for financing my new business? I am a web developer and am thinking about quitting my day job and starting my own company. I've got some clients lined up already but need some financing to pay for startup costs such as equipment, supplies, and my office lease. Dipping into personal savings is not an option since there isn't much there. :-) We've got a good amount of home equity. Would a home equity loan be my best option for getting the ball rolling on my business? Thanks for the suggestions so far - much appreciated. Forgot to mention a few things: 1 - I'm set up as an LLC 2 - Office "lease" is month-to-month and I will take over my current employer's payments of (a whopping) $150/month 3 - Two small kids at our small house so the cheap office is better than a home office at this point. :-)

Are there any student graphic designers? Im a startup looking for some students or graphic designers to help me design a logo, brochure for a new finance company - im not in a position to pay but It will be an opportunity for your work to be in newspapers and on the internet it will help you build your portfolio - id be willing to write a cracking reference.

Management fee for shared salary? I have formed an s-corp with a 50% partner. In 9 months we are ready to show a profit. My partner and I have contributed equal amounts of capital, however, we currently work in an office and share employees of a company that I own 100% in. My partner's salary is also currently paid from my company. I have mentioned that at some point in the future we will need to calculate a management fee for the shared employees as well as my partners share of his salary attributable to this startup. This is my third venture and my partner's first. We obtained financing through my existing companies performance and my personal guarantee. During the coarse of this startup my partner allocates roughly 75% of his time to it and 25% to the company that he draws a salary from. This is an accurate request for reimbursement - isn't it????

Is there any good homebased businesses that are not about selling anothers product? I live in a trailer court, I have computer and motorcycle mechanic background. I am trying to figure out some off the wall business idea. I have seen some of the ads on the net, but most of them are MLM's or selling a particular product. I wouldn't mind creating my own product, I am limit with space, finances, and currently my mind is drawing blanks. Looking for something with a low startup cost. Right now I am mainly looking for ideas that I haven't thought of.

Angel investor? I am looking to start a business and have never searched out an angel investor before. Does anybody have any advice or insight? Where could I find one? Any tips to know when negotiating an agreement? More details: The business is an arcade similar to Dave and Busters. I have great credit, I'm in the Air National Guard, I currently have a job selling insurance over the phone for State Farm, and I've run a painting business the last 2 summers that grossed $60,000 for both summers, which I had around 5-8 employees at any given time during the operation of the painting business. I have great reference letters and reference numbers if needed. I am 21, and I realize this may be a problem, as I am still in school, and have almost attained a degree in business and administration. I have a detailed business plan worked out and I am just looking for financing avenues besides the obvious bank loan. I also have $15,000 saved up for startup (not much, I know!), with no debt. Thanks

hey i need help my grammer? Design Coffee Shop will begin operations in July 2009. Plans also include undertaking a small expansion with 6-8 months of beginning operations." Brief outline of your business concept: Design coffee shop is company involved more greatest the originally coffee shop It providing graphic design and marketing communication services. it not provide big business . It just likes a small business Every day, millions of Americans wanted to sit down and enjoy the smell cup of coffee and lay back & see the background artwork from graphic design artist. "A person had dreamed to spend more than 50 cents for a cup of coffee. A few years, now they glad to pay $1 to $4 for their cappuccino, mocha latte or vanilla ice blended drink The specialty-coffee business is growing at a healthy pace. The completive the Starbucks, The Coffee Bean, Pet’s, Dietrich’s and other major chains serve average quality drinks in establishments that have the same generic design appearance. Indeed, Starbucks and The Coffee Bean are often referred to as "fast food" coffeehouses due to their "cookie cutter" design. Now that Americans' coffee preferences have broadened and matured, many are asking for more from their design coffee shop Vision and Mission Statement The design coffee shop will become the more like small museum. We will serve a perfect product at a very competitve price We will also be a meeting place for graphic design artists and a place for them to show off their work. We will create an atmosphere conducive to creative expression and promote the creative process. Our primary goals over the next year are: 1. Secure financing for start-up of at least $1,000 for space and equipment. 2. Renovate our space in San Berniorndio. 3. Acquire equipment necessary for business, i.e. coffee pot, cappuccino machines, blenders, etc. 4. Make agreement with coffee distributors, and bakery vendors. 5. Create a cozy, artist friendly environment (i.e. choice of colors, choice of music, decor) 6. Open for business and become the foremost coffeehouse in the area. MARKET OPPORTUNITY Ownership The Design coffee shop is a general partnership between Lisa and Sandy Mason. Each partner is equally financial involvement in operation and management of the shop, each to her own abilities. Location and Facilities The Design coffee shop is located in the Old Town section of San Bernardino, California. We currently own the building we will occupy, though painting and renovation are sorely needed. Products and Services Description of Products and Services The Design coffee shop will offer high quality coffee, tea, hot coca, and cappuccino, at a very reasonable price. we also buy cooking from other store. Key Features of the Products and Services All drinks will be made with filtered water and the highest quality ingredients we can get. Frozen drinks will have caramel or chocolate syrup drizzled in the glass and over the drink. Cappuccino and hot coca will have whipped cream toppings as well as the option for candy sprinkles. Cookies will have the option of a chocolate or caramel dip and sprinkles. We will offer designer flavored cream and five kinds of sweetener, i.e. sugar, honey, Equal, Splenda, and Sweet-n-Low. Cream and sweetener is at no extra charge. Production of Products and Services We will use only filtered water and will brew our coffee in commercial coffeepots that will be thoroughly cleaned between uses. Future Products and Services Within the next three to five years we expect to branch out into catering and offer homemade pies, whole or by the slice. Comparative Advantages in Production Our low overhead and cheaper pricing will be the key to our success. Industry Overview Market Research There are other businesses that serve only coffee in our Old Town. Size of the Industry Nationally, the coffee shop industry is quite large, but in somewhere, there are more. Key Industry Trends This industry is booming at the present time, there is a trend toward small cozy places and away from the large generic chain. Industry Outlook The coffee business does not show signs of slowing down. With new innovations such as flavorings and additives, it should continue for some time. Marketing Strategy Target Markets Our target market is a artist and writers who need a nice quite cozy place to think and do their work. Description of Key Competitors Of the three coffee shops in the area, one is a large chain with a very expensive product, one is really a home-style restaurant, the last one, and our biggest competitor is an antique store with a "tea room". Analysis of Competitive Position Our pricing strategy and comfortable atmosphere will be the key to our success. None of the other shops in the area can offer this. Pricing Strategy We will offer three sizes of drinks, small $1.00, medium $1.50 and large $2.00. Our cookies and brownies will sell for $1.00 each Promotion Strategy We intend to advertise in the local newspapers and offer a "frequent drinkers club" discount to our best customers. We will also send out ads via direct mail, which will include cents off coupons. Management and Staffing Organizational Structure Our organizational structure will be a simple pyramid style with the owners putting in as much work as the employees. Pyrimid a tall hierarchical structure, in other words, then I would be the boss, with a general manager working as your employee, who has a team, that on its turn supervises the employees. I think I mean a Flat structure (with the owners being “one of the guys”) Management Team April and Arlene will share management and supervisory responsibilities equally. Arlene for the morning shift. April for the afternoon shift. Staffing We will hire two busboys and two waitresses; these will be recruited from the local high school. Labor Market Issues In this area there are many high school students looking for work, part time or full time, we want to fill that need. Market Risks The main risk is monetary. The area may not be ready for a place like ours and we may not do a great business. Implementation Plan Implementation Activities and Dates . Complete renovation 2/15/09 Purchase and set up equipment Interview staff Hire staff 3. Begin preliminary advertising 2/15/09 (Not yet) Operate for 1 week unannounced (to get the kinks out, people notice "new" businesses, word of mouth will get out there, be ready) Notify local newspaper your grand opening will be (no advertising cost, you'll be swamped!) 4. Purchase and setup equipment 2/15/09 (This is mentioned above.) 5. Open for business 7/1/09 Financial Plan Balance Sheet Current Assets: Building $150,000 5 computer $ Furnishings $5,000 if I go for a good atmosphere, you’ll need more than that probably, unless you get money from the government (you are promoting culture in the end!) Equipment $1,000 Cash Arlene $5,000 April $4,500 Accounts Receivable None Inventory Coffee $1,000 Tea $500 Other Assets Cups $3,000 Total Current Assets $182,800 Liabilities: Accounts Payable (monthly) Water $200 Phone $150 Electric $500 Donut Vendor $1,000 Warehouse Club $1,000 Coffee Distributor $1,000 Wages $5,000 Advertising $1,000 Taxes Payable Property Taxes $500 Employee Taxes $2,000 Operating Loans Payable Startup Loan $500 Printer $ 97 Total Liabilities $12,947 on going per month Projected Income March 05 Coffee $6,000 Tea $2,000 Cookies $1,500 Donuts $2,500 Misc. $4,000 Total Income for March $16,000 Total Projected Net Profit (Cost/Benefit) $3,150 for March This would assume 20 pots of coffee sold a day, plus an assortment of other items. This also assumes the market will not increase or decrease due to weather or economics. This would be an average month.

hey i need help my business plan :: give your opinion or try to help me? Executive Summary: 1. Applicant/Company Information -Name: Design coffer shop -Address:132 Cedar Grove Rd, Ruckersville, CA 90324 -Phone: (909) 834-3434 Fax: 904.326.1039 -Contact Person: Evelyn Reyes -Business Structure: Sole Proprietorship - Banking Information: Bank: Wells Fargo Bank Address: 3035 Van Buren Blvd Riverside, CA 92503 Phone: (951) 351-3402 Contact: Erica Smith, Financial Services Manager -Anticipated Start Date: Design coffee shop it well began operations in November 2009, and we going to prepare the plans to undertake a small expansion. As soon as possible after the scoping plan approval. Brief outline of your business concept: Design coffee shop is company involved more greatest the originally coffee shop. It providing graphic design and marketing communication services. it not provide big business . It just likes a small business Every day, millions of Americans wanted to sit down and enjoy the smell cup of coffee and lay back & see the background artwork from graphic design artist. "A person had dreamed to spend more than 50 cents for a cup of coffee. A few years, now they glad to pay $1 to $4 for their cappuccino, mocha latte or vanilla ice blended drink." The specialty-coffee business is growing at a healthy pace. The completive the Starbucks, The Coffee Bean, Pet’s, Dietrich’s and other major chains serve average quality drinks in establishments that have the same generic design appearance. Indeed, Starbucks and The Coffee Bean are often referred to as "fast food" coffeehouses due to their "cookie cutter" design. Now that Americans' coffee preferences have broadened and matured, many are asking for more from their design coffee shop. We offer high-quality products in an upscale environment. Furthermore, our high-profile location in San Bernardino provides a mixed customer base that will maintain high levels of business in every season, at all times of the day, every day of the week. Vision and Mission Statement The design coffee shop will become the more like small museum. We will serve a perfect product at a very reasonable price. We will also be a meeting place for graphic design artists and a place for them to show off their work. We will create an atmosphere conducive to creative expression and promote the creative process. Our primary goals over the next year are: 1. Secure financing for start-up of at least $10,000 for space and equipment. 2. Renovate our space in Old Town. 3. Acquire equipment necessary for business, i.e. coffee pot, cappuccino machines, blenders, etc. 4. Make agreement with coffee distributors, and bakery vendors. 5. Create a cozy, artist friendly environment (i.e. choice of colors, choice of music, decor) 6. Open for business and become the foremost coffeehouse in the area. MARKET OPPORTUNITY Marketing will play a vital role in the success of small company is java net because they will put some our advertising, I not want exert gate too much our company. it something sample for customer to understand. It only one or two location be. The design coffee shop is our target market is mostly student. Because it when come student they wanted to sit back and relax. Design coffee shop going to be locate one of San Bernardino. Ownership The Design coffee shop is a general partnership between Lisa and Sandy Mason. Each partner is equally involved in operation and management of the shop, each to her own abilities. Location and Facilities The Design coffee shop is located in the Old Town section of San Bernardino, California. We currently own the building we will occupy, though painting and renovation are sorely needed. Products and Services Description of Products and Services The Design coffee shop will offer high quality coffee, tea, hot coca, and cappuccino, at a very reasonable price. We will also sell homemade cookies, brownies, and doughnuts, also reasonably priced. Key Features of the Products and Services All drinks will be made with filtered water and the highest quality ingredients we can get. Frozen drinks will have caramel or chocolate syrup drizzled in the glass and over the drink. Cappuccino and hot coca will have whipped cream toppings as well as the option for candy sprinkles. Cookies will have the option of a chocolate or caramel dip and sprinkles. We will offer designer flavored cream and five kinds of sweetener, i.e. sugar, honey, Equal, Splenda, and Sweet-n-Low. Cream and sweetener is at no extra charge. Production of Products and Services We will use only filtered water and will brew our coffee in commercial coffeepots that will be thoroughly cleaned between uses. We will bake cookies and brownies in our own on-site oven from proven recipes, daily. Future Products and Services Within the next three to five years we expect to branch out into catering and offer homemade pies, whole or by the slice. Comparative Advantages in Production Our low overhead and cheaper pricing will be the key to our success. Industry Overview Market Research There are other businesses that serve only coffee in our Old Town. Size of the Industry Nationally, the coffee shop industry is quite large, but in somewhere, there are more. Key Industry Trends This industry is booming at the present time, there is a trend toward small cozy places and away from the large generic chain. Industry Outlook The coffee business does not show signs of slowing down. With new innovations such as flavorings and additives, it should continue for some time. Marketing Strategy Target Markets Our target market is a artist and writers who need a nice quite cozy place to think and do their work. Description of Key Competitors Of the three coffee shops in the area, one is a large chain with a very expensive product, one is really a home-style restaurant, the last one, and our biggest competitor is an antique store with a "tea room". Analysis of Competitive Position Our pricing strategy and comfortable atmosphere will be the key to our success. None of the other shops in the area can offer this. Pricing Strategy We will offer three sizes of drinks, small $1.00, medium $1.50 and large $2.00. Our cookies and brownies will sell for $1.00 each. Promotion Strategy We intend to advertise in the local newspapers and offer a "frequent drinkers club" discount to our best customers. We will also send out ads via direct mail, which will include cents off coupons. Management and Staffing Organizational Structure Our organizational structure will be a simple pyramid style with the owners putting in as much work as the employees. Management Team April and Arlene will share management and supervisory responsibilities equally. Arlene for the morning shift. April for the afternoon shift. Staffing We will hire two busboys and two waitresses; these will be recruited from the local high school. Labor Market Issues In this area there are many high school students looking for work, part time or full time, we want to fill that need. Market Risks The main risk is monetary. The area may not be ready for a place like ours and we may not do a great business. Implementation Plan Implementation Activities and Dates 1. Begin building renovation 12/08 2. Complete renovation 2/15/09 3. Begin preliminary advertising 2/15/09 4. Purchase and setup equipment 2/15/09 5. Open for business 5/1/09 Financial Plan Balance Sheet Current Assets: Building $150,000 9 computer $10,800 Furnishings $5,000 Equipment $5,000 Cash Arlene $5,000 April $4,500 Accounts Receivable None Inventory Coffee $1,000 Tea $500 Other Assets Cups $3,000 Total Current Assets $182,800 Liabilities: Accounts Payable (monthly) Water $200 Phone $150 Electric $500 Donut Vendor $1,000 Warehouse Club $1,000 Coffee Distributor $1,000 Wages $5,000 Advertising $1,000 Taxes Payable Property Taxes $500 Employee Taxes $2,000 Operating Loans Payable Startup Loan $500 HP Design jet Z2100 Photo Printer series- models $ 97 Total Liabilities $12,947 on going per month Projected Income March 05 Coffee $6,000 Tea $2,000 Cookies $1,500 Donuts $2,500 Misc. $4,000 Total Income for March $16,000 Total Projected Net Profit (Cost/Benefit) $3,150 for March This would assume 20 pots of coffee sold a day, plus an assortment of other items. This also assumes the market will not increase or decrease due to weather or economics. This would be an average month. my major is graphic design i don't know how making business plan] i have the layout just email me evelynreyes12@yahoo.com you want see it this for my class project